behaviour. This provides a foundation for an analysis of the competencies required
by people in the organization. The aim is to identify and define the behaviours that
contribute to the achievement of organizational success, and there should be a
powerful link between these people competencies and the organization’s core compe-
tencies (more guidance on defining competencies is provided in Chapter 13).
The production of the list may be done by brainstorming. The list should be
compared with examples of other competency frameworks. The purpose of this
comparison is not to replicate other lists. It is essential to produce a competency
framework that fits and reflects the organization’s own culture, values, core compe-
tencies and operations. But referring to other lists will help to clarify the conclusions
reached in the initial analysis and serve to check that all relevant areas of competency
have been included. When identifying competencies care must be taken to avoid bias
because of sex or race.
Step 4. Framework design – definition of competencies
Care needs to be exercised to ensure that definitions are clear and unambiguous and
that they will serve their intended purpose. If, for example, one of the purposes is to
provide criteria for conducting performance reviews, then it is necessary to be certain
that the way the competency is defined, together with supporting examples, will
enable fair assessments to be made. The following four questions have been
produced by Mirabile (1998) to test the extent to which a competency is valid and can
be used:
- Can you describe the competency in terms that others understand and agree
with? - Can you observe it being demonstrated or failing to be demonstrated?
- Can you measure it?
- Can you influence it in some way, eg by training, coaching or some other method
of development?
It is also important at this stage to ensure that definitions are not biased.
Step 5. Define uses of competency framework
Define exactly how it is intended the competency framework should be used,
covering such applications as performance management, recruitment, learning and
development, and reward.
168 ❚ HRM processes